1. Tom Peters’ Re-imagine! Leading for Excellence L50.12.06.2005

2. Slides at … tompeters.com

3. The Leadership50

4. “If you don’t like change, you’re going to like irrelevance even less
“If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff. U. S. Army

5. I. The Basic Premise.

6. 1. Leadership Is a … Mutual Discovery Process.

7. Quests!

8. Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”

9. Yes!!!!!!!!!!!!!!!!! “free to do his or her absolute best” … “allow its members to discover their greatness.”

10. II. The Leadership Types.

11. 2. Great Leaders on Snorting Steeds Are Important – but Great Talent Developers (Type I Leadership) are the Bedrock of Organizations that Perform Over the Long Haul.

12. Whoops: Jack didn’t have a vision!

13. Les Wexner: From sweaters to people!

14. 3. But Then Again, There Are Times When This “Cult of Personality” (Type II Leadership) Stuff Actually Works!

15. “A leader is a dealer in hope.” Napoleon

16. 4. Find the “Businesspeople”! (Type III Leadership)

17. I.P.M. (Inspired Profit Mechanic)

18. 5. All Organizations Need the Golden Leadership Triangle.

19. The Golden Leadership Triangle: (1) Talent Fanatic … (2) Visionary … (3) Inspired Profit Mechanic.

20. III. The Leadership Dance.

21. 6. Leaders … SHOW UP!

22. “A body can pretend to care, but they can’t pretend to be there
“A body can pretend to care, but they can’t pretend to be there.” — Texas Bix Bender

23. MBWA

24. 7. Leaders … LOVE the MESS!

25. “If things seem under control, you’re just not going fast enough
“If things seem under control, you’re just not going fast enough.” Mario Andretti

26. 8. Leaders DO!

27. “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker

28. “Execution is the job of the business leader
“Execution is the job of the business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

29. A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.” “Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the agreed-upon $25,000.

30. 1. Every morning, write a list of the things that need to be done that day. 2. Do them Source: Hugh MacLeod/tompeters.com/NPR

31. “We have a ‘strategic’ plan. It’s called doing things
“We have a ‘strategic’ plan. It’s called doing things.” — Herb Kelleher

32. 9. BUT … Leaders Know When to Wait.

33. Tex Schramm: The “too hard” box!

34. 10. Leaders FOCUS!

35. “To Don’t ” List

36. 11. Leaders … Set CLEAR DESIGN SPECS.

37. Danger: S.I.O. (Strategic Initiative Overload)

38. JackWorld/1@T: (1) Neutron Jack. (Banish bureaucracy
(1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3) “Workout” Jack. (Empowerment, GE style.) (4) 6-Sigma Jack. (5) Internet Jack. (Throughout) TALENT JACK!

39. IV. If It’s Not Broken … Break It!

40. 12. Leaders … FORGET!/ Leaders … DESTROY!

41. Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” Dee Hock

42. 13. BUT … Leaders Have to Deliver, So They Worry About “Throwing the Baby Out with the Bathwater.”

43. “Damned If You Do, Damned If You Don’t, Just Plain Damned
“Damned If You Do, Damned If You Don’t, Just Plain Damned.” Subtitle in the chapter, “Own Up to the Great Paradox: Success Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)

44. 14. Leaders … HONOR THE USURPERS.

45. Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

46. 15. Leaders Make [Lotsa] Mistakes – and MAKE NO BONES ABOUT IT!

47. “Fail faster. Succeed sooner.” David Kelley/IDEO

48. Sam’s Secret #1!

49. 16. Leaders Make … BIG MISTAKES!

50. “Reward excellent failures. Punish mediocre successes
“Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec (and, de facto, Jack)

51. V. Create.

52. 17. Leaders Put INNOVATION First!

53. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete. Only the constant pursuit of innovation can ensure long-term success.” —Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/ )

54. 18. Leaders Love the Top Line!

55. CRO* *Chief Revenue Officer

56. 19. Leaders Are Not COPYCATS.

57. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/

58. “This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the rearview mirror. The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason it’s so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it.” —Seth Godin, Fast Company/

59. 20. Leaders Relentlessly Pursue DRAMATIC DIFFERENCE!

60. “Get better” vs “Get different”

61. 21. Leaders … Make Their Mark / Leaders … Do Stuff That Matters

62. “I never, ever thought of myself as a businessman
“I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of.” —Richard Branson

63. “Management has a lot to do with answers
“Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

64. VI. Value Added

65. 22. Leaders Push Their Organizations W-a-y Up the Value-added/ Intellectual Capital Chain

66. Up, Up, Up, Up,Up the Value-added Ladder.

67. And the “M” Stands for … ? Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” ) IBM Global Services* (*Integrated Systems Services Corporation): $55B

68. Planetary Rainmaker-in-Chief
Planetary Rainmaker-in-Chief! “Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have never been able to touch.” —Fortune

69. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW/

70. “[Closing/selling Boeings 8,000-person facility in Wichita] was an important decision in moving forward with Boeing’s long-term strategy of becoming a large-scale integrator.” —The Wichita Eagle/

71. “Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT/

72. The Value-added Ladder/Stuff ‘n’ Things Goods Raw Materials

73. The Value-added Ladder/Stuff & Transactions Services Goods Raw Materials

74. The Value-added Ladder/Opportunity-seeking Gamechanging Solutions / Business Advantage Services Goods Raw Materials

75. 23. Leaders Know that the Value-added Revolution” rests upon: Emphasizing Experiences!

76. “Experiences are as distinct from services as services are from goods
“Experiences are as distinct from services as services are from goods.” Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

77. $798

78. Sales per Square Foot/Grocery Albertson’s: $384 Wal
Sales per Square Foot/Grocery Albertson’s: $384 Wal*Mart: $415 Whole Foods: $798

79. Experience: “Rebel Lifestyle
Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-Based Leadership

80. 2/503Q04

81. The “Experience Ladder” Experiences Services Goods Raw Materials

82. One company’s answer: CXO* *Chief eXperience Officer

83. 24. Leaders Pursue the “Big Two” NEW MARKET OPPORTUNITIES

84. Women!

85. Just Say No. Male

86. “Women are the majority market” —Fara Warner/ The Power of the Purse

87. ????????? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (90%) All consumer purchases … 83% Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80%

88. USA/F.Stats: Short ’n (Very) Sweet >50% of stock ownership, $13T total wealth (2X in 15 years) >$7T consumer & biz spending (>50% GDP; > Japan GDP); >80% consumer spdg (Consumer = 70% all spdg) 50% biz travel 57% BA degrees (2002); = ed & social strata, no wage gap 60% Internet users; >50% primary users of electronic equipment WimBiz: Employees > F500; 10M+: 33% all US Biz 60% work; 46M (divorced, widowed, never married) Source: Fara Warner, The Power of the Purse

89. Thanks, Marti Barletta!

90. The Perfect Answer
Jill and Jack buy slacks in black…
Pick one!

92. 1. Men and women are different. 2. Very different. 3
1. Men and women are different. 2. Very different. 3. VERY, VERY DIFFERENT. 4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

93. Good Thinking, Guys! “Kodak Sharpens Digital Focus On Its Best Customers: Women” —Page 1 Headline/WSJ/

94. Boomers-Geezers!

95. Just Say No

96. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

97. 44-65: “New Customer Majority”
44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

98. “The New Customer Majority is the only adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing

99. “LOVE THOSE BOOMERS: Their New Attitudes and Lifestyles Are a Marketer’s Dream” —Cover story, BW,

100. VII. Technology.

101. 25. Leaders Bet the Farm on the New Technology!

102. We all live in Dell-Wal*Mart-eBay-Google World!

103. “the FedEx Economy” —headline/New York Times/10.08.05

104. “UPS used to be a trucking company with technology
“UPS used to be a trucking company with technology. Now it’s a technology company with trucks.” —Forbes

105. Power Tools for Power Solutions/ Strategies! —TP

106. “Beware of the tyranny of making Small Changes to Small Things
“Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

107. 26. Needed? Type IV Leadership: Technology Dreamer-True Believer

108. The Golden Leadership Quadrangle: (1) Talent Fanatic … (2) Visionary … (3) Inspired Profit Mechanic … (4) Technology Dreamer-True Believer

109. VIII. Talent.

110. 27. When It Comes to TALENT … Leaders Always Go Berserk!

111. Brand = Talent.

112. “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” Ed Michaels, War for Talent

113. Did We Say “Talent Matters”
Did We Say “Talent Matters”? “The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X, but 10,000X.” —Nathan Myhrvold, former Chief Scientist, Microsoft

114. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

115. “HR doesn’t tend to hire a lot of independent thinkers or people who stand up as moral compasses.” —Garold Markle, Shell Offshore HR Exec (FC/08.05)

116. DD$21M

117. “Leaders ‘do’ people. Period.” —Anon.

118. 28. Leaders Know …WOMEN RULE.* *Duh.

119. “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business Week

120. Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

121. ???????? 8/500

122. 29. Leaders Hire WEIRD

123. Employees: “Are there enough weird people in the lab these days. ” V
Employees: “Are there enough weird people in the lab these days?” V. Chmn., pharmaceutical house, to a lab director

124. The Cracked Ones Let in the Light “Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.” —David Ogilvy

125. 30. Leaders Strongly Urge All Employees Follow the “BRAND YOU” ADVENTURE

126. “If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” Michael Goldhaber, Wired

127. “ ‘Disintermediation’ is overrated
“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way of saying that you’ve become irrelevant to your customers.” —John Battelle/Point/Advertising Age/07.05

128. Distinct … or … Extinct

129. “You are the storyteller of your own life, and you can create your own legend or not.” Isabel Allende

130. New Work SurvivalKit2005
1. Mastery! (Best/Absurdly Good at Something!) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW
Projects!)
3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of
View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity!
E.g.: Small Opp for Independent Action beats faceless part of
Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Mistress of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?) 11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time! Leave last!)

131. The Rule of Positioning “If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve!

132. Have you invested as much this year. in your career as in your car
Have you invested as much this year* in your career as in your car? *Absolute$$$, % of Asset Value Source: Molly Sargent

133. 31. Leaders Don’t Create “Followers”: THEY CREATE LEADERS!

134. “I start with the premise that the function of leadership is to produce more leaders, not more followers.”—Ralph Nader

135. “The Marine Corps believes that all Marines must learn to lead
“The Marine Corps believes that all Marines must learn to lead. In order to survive the chaos and uncertainty of war, a Marine is taught how to be decisive, how to take care of others, and how to take responsibility for her actions.” —Leading from the Front, Angie Morgan and Courtney Lynch

136. 32. Leaders Develop Leadership Teams that “Look Like the Market”

137. that make up the majority of Albertsons’ customers.”
Albertsons “Gets It”*
Retail analyst Burt Flickinger on Albertsons’ “tragic flaw” pre-Larry Johnston: “It was a bunch of old white guys making erroneous assumptions and erroneous conclusions about women and the multicultural consumers
that make up the majority of Albertsons’ customers.”
*Only large global corporation with over 50% women (6 of 11) on its Board

138. IX. Passion.

139. 33. Leaders … “Sell” PASSION!

140. G.H.: “Create a ‘cause,’ not a ‘business.’ ”

141. Charles Handy on the “Alchemists”: “Passion was what drove these people, passion for their product or their cause. If you care enough, you will find out what you need to know. Or you will experiment and not worry if the experiment goes wrong. Passion as the secret to learning is an odd secret to propose, but I believe that it works at all levels and at all ages. Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.”

142. 34. Leaders Know: ENTHUSIASM BEGETS ENTHUSIASM!

143. “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

144. “Most important, he upped the energy level at Motorola
“Most important, he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05

145. “Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.” —Winston Churchill

146. “A man without a smiling face must not open a shop. ” —Chinese Proverb
“A man without a smiling face must not open a shop.” —Chinese Proverb* *Courtesy Tom Morris, The Art of Achievement

147. 35. Leaders Are … in a Hurry

148. “We don’t sell insurance anymore. We sell speed
“We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

149. 36. Leaders Focus on the SOFT STUFF!

150. “Hard” Is “Soft” “Soft” Is “Hard” —In Search of Excellence

151. “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.” —Lou Gerstner, Who Says Elephants Can’t Dance

152. “In the end, management doesn’t change culture
“In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

153. Message: Leadership is all about love
Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]

154. X. The “Job” of Leading.

155. 37. Leaders Know It’s ALL SALES ALL THE TIME.

156. TP: If you don’t LOVE SALES … find another life
TP: If you don’t LOVE SALES … find another life. (Don’t pretend you’re a “leader.”)

157. 38. Leaders LOVE “POLITICS.”

158. TP: If you don’t LOVE POLITICS … find another life
TP: If you don’t LOVE POLITICS … find another life. (Don’t pretend you’re a “leader.”)

159. 39. Leaders Give … RESPECT!

160. Amen! “What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

161. “It was much later that I realized Dad’s secret
“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect
Army General Melvin Zais said it, in the most moving speech I’ve ever listened to: YOU MUST CARE.
Sara Lawrence-Lightfoot’s book … RESPECT … is superb. Yet … THIS ONE THING … particularly stuck with me. You want to … MAKE A DIFFERENCE. Your ideas are wild. You buy my act: Recruit A Freak. Fine!
But you … MUST CARE. Your FF [First Freak] is going out on a limb to support you. She will do so … ONLY … if you accord her your utmost respect.
#1: HEY, WE’RE CHANGING THE WORLD HERE. #2: HEY, THIS STUFF IS PERSONAL … ABOUT WHO YOU AND I ARE AS HUMAN BEINGS.
Please: Re-read the text of the slide.

162. 40. Leaders Say “Thank You.”

163. “The two most powerful things in existence: a kind word and a thoughtful gesture.” Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

164. 41. Leaders … Are The Brand

165. “You must be the change you wish to see in the world.” —Gandhi

166. “You can’t lead a cavalry charge if you think you look funny on a horse.” —John Peers, President, Logical Machines Corporation

167. 42. Leaders … Have a GREAT STORY!

168. “Leaders don’t just make products and make decisions
“Leaders don’t just make products and make decisions. Leaders make meaning.” – John Seely Brown

169. “A key – perhaps the key – to leadership is the effective communication of a story.” —Howard Gardner/Leading Minds: An Anatomy of Leadership

170. 43. Leaders love the word … Excellence!

171. Leader Job 1 Paint Portraits of Excellence!

172. XI. Introspection.

173. 44. Leaders … Enjoy Leading.

174. “Warren, I know you want to ‘be’ president
“Warren, I know you want to ‘be’ president. But do you want to ‘do’ president?”

175. 45. Leaders … KNOW THEMSELVES.

176. Step #1: Buy a Mirror!

177. “The First step in a ‘dramatic’ ‘organizational change program’ is obvious—dramatic personal change!” —RG

178. 46. Leaders LAUGH!

179. XII. The End Game.

180. 47. Great Leaders Play Offense!

181. Nelson’s secret: “[Other] admirals more frightened of losing than anxious to win”

182. 48. Great Leaders Live on the Edge!

183. Kevin Roberts’ Credo 1. Ready. Fire. Aim. 2. If it ain’t broke
Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff Avoid moderation!

184. 49. Leaders Free the Lunatic Within!

185. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

186. “You can’t behave in a calm, rational manner
“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe.” — Jack Welch

187. 50. Leaders (and Management Gurus) Know WHEN TO LEAVE!

188. “In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’” —Adlai Stevenson

189. Let us march!

190. !